Safety A.W.A.R.E. Whether peer to peer or supervisor to worker, it is all about being A.W.A.R.E. Commitment at all Levels Are we managing • Safety practices, risk perceptions, and mitigation techniques have been and always will be a part of human conversation, probably more so among those who are more successful in navigating life's risks and able to pass this knowledge to their offspring and descendants. Safety is a part of every culture. Everyone to some degree has, or is influenced by, multiple safety cultures. • Organizational safety goals should not be focused on the creation of safety culture, rather on improvement to the existing and ranging cultural foci that already exist in the many influencing groups to which your employees are exposed. Rather than questioning, "Do we have a safety culture?" ask, "Are we managing our safety culture or being managed by it?" A&W • Announce The first step in the process is to let the person you intend to observe know you are there. This initial contact sets the tone for the observation and resulting discussion. It is normal to wonder, "If they know I am there, they might do everything right." Wouldn't this be desirable? • Watch After the individual is aware, you should spend your designated time watching the job task. What will you look for? Ideally the answer is, "Can the employee perform the task safely?" and "Do I see anything that concerns me?" Lean behavior-based safety processes identify what safe looks like by positively defining the significant few precautions employees can take to reduce the probability of incidents. Apply A. R. • Ask One of the most important aspects of an observation is determining why a precaution was or was not taken. This insight is one of the most effective mechanisms to affect behavior change and prioritize safety improvement initiatives. It is easy for all of us to become complacent with a task often performed. • Reinforce Observations are an opportunity to specifically point out the positive things a person is doing for his own safety. Emphasis should be placed on reinforcing what the worker is doing right to ensure he is not just being lucky when it comes to injury prevention. Express concern • When risk is identified during an observation, the language chosen to provide feedback is critical. Expressing concern is a preferred approach over stating someone is "at risk" and "unsafe." THINK Failure Avoidance The measurement available to company is their failure metric’s, the lagging indicator of incident rate. Set and Maintain Set a Goal of New Incident Rate Improvement goals must be set. Too often this becomes a new incident rate number to achieve, sending leadership on a mission to manage to a number. If the goal is negatively defined (zero injuries), people work to avoid. Prioritization of the Process Develop List of Initiatives Next, leadership develops a list of initiatives with the intentions of accomplishing the new desirable incident rate. Often training, programs, and processes are purchased with the confidence that by performing all of these well, a transformation will occur. Measure the Success Execute Initiatives Once the list has been narrowed down and an implementation path has been chosen, resources are focused on executing the activities. Then the cycle begins again. After the initiatives are underway or complete, the incident rate is measured. No Excuses • Avoiding failure is not a strategy If the goal is excellence in safety culture and performance, your efforts must be focused on achieving more of what you want rather than what you don't want. Leaders must develop a safety excellence strategy, providing a framework that facilitates appropriate and prioritized decisions to both continuously improve safety culture and prevent accidents. Your Program Must Include • Board/management leadership: HSE has to be driven from the top, guided by the board and championed by management. When top and middle management take great interest in the inculcation of safety culture, the operatives will follow. • Safety as a line function: Line managers, supervisors, and subordinates are directly responsible for HSE. An example would be that if a worker sees his colleague doing an unsafe act, he is empowered to tell the person not to repeat the action. • Stakeholder involvement: All stakeholders, including all Keppel employees, business associates, and partners have to be involved as an active agent for HSE to create an incident-free environment. This involves not only employees but all those who have dealings with the group. • Leading safety indicators: These are indicators which if heeded will prevent many incidents from happening. • Positive reinforcement: Recognition and rewards should be given to those practicing good HSE behaviour. Keep these Questions in Check • How will doing this demonstrate we are executing our strategy, aligning with our vision and accomplishing the objectives and goals? • What precise value does this provide? • How will this advance the culture? • How will this eliminate these types of accidents, or minimize or control the risk exposure? • Different than measurement, how will we observe progress towards accomplishing our goal? History will repeat According to cultural anthropology and now common knowledge, safety has played an integral role in group norms since the beginning of documented mankind. As we developed into societies, what to do and what not do contributed to the longevity of life and was passed from one generation to another. Every organization has a safety culture. Moreover, every culture has a safety focus. Similar to the English joke, "You can't have your cake and eat it, too," we all want a safety culture of excellence, and we all want it aligned on the most important areas of focus. Repair the Solution not the problem • What is the necessary focus for evolving or enhancing our existing safety culture? • Aside from perception surveys, what data determined the necessary cultural focus? • What percent of the population can recite from memory this desired focus? • What is the current focus within our safety culture? • How wide is the gap between the desired and existing cultural focus? • Once alignment is established, how would this benefit the cultural beliefs and behaviors? • What is the individual (not organizational) value-add to the employee to obtain the cultural focus? • How will achieving a culture of safety excellence benefit the employee off the job? • Who are the individuals at each level that can help carry the message forward? • How will you measure progress, rather than activities and results? Get your People Talking Focus on how to strengthen the cultural beliefs, decisions, behaviors, and stories that influence the individual decisions carried out.